Theta Tau Professional Engineering
Fraternity
Chapter Advisory Team Manual
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Contents
Introduction to the Chapter Advisory Team Model ........................................................ 3
The Mission of the Chapter Advisory Team: ............................................................... 4
The Purpose of the Chapter Advisory Team shall be to: .......................................... 4
What Exactly is the Chapter Advisory Team .................................................................. 4
Alumni Team Structure....................................................................................................... 5
Chapter Advisory Teams vs. Alumni Clubs................................................................. 6
Chapter Advisory Teams vs. House Corporations..................................................... 6
Establishing a Chapter Advisory Team ........................................................................... 6
Promoting your Chapter Advisory Team ..................................................................... 7
Chapter Advisory Team Authority ..................................................................................... 8
Expectations of Chapter Advisory Team ......................................................................... 8
How to Measure Success .............................................................................................. 9
Communication Expectations ........................................................................................ 9
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Introduction to the Chapter Advisory Team Model
Around the 100th anniversary of our fraternity, several observations were made. One,
we had more chapters than at any point previously in our past, yet total number of
active undergraduate members remained below the 1000 member point. The second
observation, each of our outstanding chapters had a well-organized alumni board
supporting it, while most of our failing chapters had no alumni support or alumni who
clung to the old ways of doing things. In addition, the third observation, most of our
chapters were in the middle with one or two key alumni making a valiant effort, and
the chapter was managing to tread water. It was at this point the concept of a Chapter
Advisory Team was considered.
When each of us was initiated into Theta Tau, we took an oath—an oath that
emphasized the life long bonds of brotherhood. Volunteering to give back to an
undergraduate chapter is one of the simplest ways to demonstrate this life long bond
and is one of the more rewarding experiences the fraternity can provide.
Alumni volunteers provide consistency and stability to the chapter over a sustained
period. The average chapter turns over its membership every four years, with the
chapter leadership most likely turning over in a shorter period since they tend to be
upperclassmen. With an alumni volunteer outlasting this chapter and leadership
turnover period, the alumni serve as the anchor to keep the chapter grounded and
focused.
Chapters with engaged alumni and active advisers tend to be larger in size, more
active in programming, and provide a more rewarding college experience to its
membership. To a large part, this is attained by the alumni volunteer serving as the
driving force pushing the chapter to success, by not accepting mediocrity, but pushing
for excellence. The chapter advisory team concept pushes this advisory role to a
committee rather than leaving this responsibility with an engaged alumnus who is
serving as a chapter adviser.
By ensuring our undergraduate brothers receive a positive undergraduate experience,
one can make the connection that they will be more involved as alumni. It has been
said of the undergraduate experience, if we are of no relevance to our undergraduate
brothers, we will be of no importance to them as alumni. We all know that rushing
new members is the lifeblood of our fraternity; being a role model and ensuring a
positive chapter experience is the lifeblood of future alumni volunteers. Today active
and engaged alumni volunteers such as you are serving as the role models for future
Theta Tau alumni volunteers.
Together we all will make our fraternity even greater by supporting the Chapter
Advisory Team concept. The following document will outline in better detail the
concept of the Chapter Advisory Team. Please contact your Regional Director if you
have any questions.
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The Mission of the Chapter Advisory Team
The mission of the Chapter Advisory Team is to promote and enhance the quality of
membership for student, alumnus and honorary members of Theta Tau from the
chapter it supports and to interact with those who are active members of local Alumni
Associations.
The Purpose of the Chapter Advisory Team
 Serve in an advisory capacity by providing guidance to the chapter officers
through mentoring, regular meetings, and facilitating smooth transitions during a
change in chapter officers.
 Improve the quality of the membership experience for each brother.
 Enhance communications amongst the chapter, alumni and other associated
groups.
 Facilitate the sharing of ideas, resources and activities amongst the chapter,
alumni, and other associated groups.
 Provide leadership in direction and approach to improve operations and sustain a
healthy chapter.
 Advise the chapter on matters of proper chapter operations such as new member
recruitment, finances, goal setting, and conflict resolution.
 Improve the perception and understanding of Theta Tau to our membership, and
academic and professional communities.
 Demonstrate that membership in Theta Tau is for a lifetime.
What Exactly is the Chapter Advisory Team
The advisory team will provide ongoing assistance to the chapter in a proactive
manner. This concept is based on the idea that the Advisory Team will consist of
several members. Having multiple board members eases the burden by eliminating
the long practiced one chapter, one adviser model. Now the workload and time
commitment will be spread across many, and the quality of support will increase.
Each person serving on the Advisory Team should have an undergraduate executive
board position assigned to mentor. It is expected the alumni and undergraduate
officer will communicate at least once per month and during key times of importance,
such as the start of the term or prior to a goal setting session.
The mentor will work with the mentee to establish goals, evaluate progress, and
provide support and encouragement. Use whatever means works best to establish
and maintain this communication, face to face, phone or emails, online chats, etc.
There is no boiler plate set of rules beyond the expectations that you meet regularly
with the chapter and your assigned person. It is expected that you will advise them in
a manner that is in the best interest of the chapter and Theta Tau; work with the
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undergraduate chapter periodically to assess their expectations, strengths,
weaknesses and opportunities to improve where needed.
Your job is also much more than working with the undergraduate to help improve
overall operations. Your job is to serve as a role model, a mentor to the chapter and to
a brother, and help them become better persons, a better leaders, better alumni and
helping them as they prepare to transition to life after graduation.
Chapter Advisory Team Structure
An established advisory team will consist of multiple engaged and interested
volunteers from local alumni clubs, faculty, parents, the chapter house corporation,
local chapter alumni, and alumni from other chapters. The Chapter Advisory Team is
an oversight board, and it is expected that the CAT will have regular meetings or
communications to discuss the chapter and identify any issues, opportunities, and
successes. The Chapter Regent shall be included so the chapter is represented and
has a voice.
A volunteer to the Chapter Advisory Team is expected to serve for a one-year
commitment. Unless the Grand Regent/Executive Director receives an update,
appointees will be reappointed in the fall of the next year. There is no maximum
length of time that an alumnus can volunteer. Once established, each Chapter
Advisory Team should annually select from amongst the recognized volunteers a
Chapter Director (senior adviser). This chairperson will serve as the point of contact
for communications from the Central Office or Regional Director.
The chapter will still be required to maintain a faculty adviser to be a liaison with the
college or university. As the level of involvement between faculty advisers and
chapters varies greatly, it is difficult to establish specific responsibilities for this
position. The faculty adviser is an ex officio member of the Chapter Advisory Team,
and it is expected that he be copied on all agendas, minutes, emails and issues. It will
be left to the individual faculty adviser to establish his/her own level of involvement.
The Regional Director is an ex officio member of the Chapter Advisory Team and
needs to be copied on all agendas, minutes, emails and issues. Regional Directors
have responsibility over all Chapter Advisory Teams in their area. It is expected that
the Regional Director and the Chapter Advisory Team chairperson will maintain
regular communications to provide an update on the status of the chapter, identify
and specific issues, strengths, weaknesses, recommendations, and if a visit is needed
or interventions from Central Office. The Regional Director with approval from the
Grand Regent can remove any volunteer from the Chapter Advisory Team with
justifiable cause.
From time to time the Executive Director will send “reminders” to the advisory team
about upcoming items to be submitted or missing items such as dues, annual report,
and attendance registration for Convention, Regional meetings, leadership academy.
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It is expected that the Chapter Advisory Team will help facilitate the timely
submission of said items to the Central Office / Executive Director.
Chapter Advisory Teams vs. Alumni Clubs
One of the more significant differences between an Alumni Club and a Chapter
Advisory Team is that an alumni club is organized to serve an alumni base, while
Chapter Advisory Teams are organized to support individual chapters.
Alumni Clubs serve a group of alumni by organizing events intended to foster alumni
relations and networking.
A Chapter Advisory Team supports only one chapter, primarily focusing on the
undergraduate chapter, but once established it may be beneficial to begin supporting
a chapter base group of alumni though programming and events to bolster the
volunteer base and demonstrate that brotherhood is for a lifetime.
Chapter Advisory Teams vs. House Corporations
These are two distinctly separate bodies with different yet related purposes. It is in
the best interest of both organizations to see the chapter prosper. However, the goal
of the CAT must remain to support the chapter and support our undergraduate
members.
The House Corporations focus is either to operate a chapter house or to encourage
alumni to contribute to one day obtaining a house. If your chapter has a functioning
House Corporation and establishes a Chapter Advisory team, each should have a
representative from the other join as a standing position on their boards.
Both groups will be communicating with alumni, and it is essential that both boards
present not only a unified front, but also minimize duplicated efforts where feasible.
Establishing a Chapter Advisory Team
What are the next steps necessary to start a Chapter Advisory Team for your chapter
or a chapter in your area?
1. Locate at least one key alumnus for the chapter who can serve as a key point of
contact.
2. Distribute to alumni near the chapter a blind solicitation for participation on
the Chapter Advisory Team.
3. Meet with the chapter’s current appointed faculty adviser and determine if
they are interested in becoming a part of this initiative.
4. Once you have a team pulled together, present the concept to the chapter and
interested alumni who responded to your solicitation mailing.
5. Schedule an information meeting where the key contact and, if possible a
Regional Director or a representative of the National Executive Board of
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Directors, meets with the chapter and interested alumni to present the Chapter
Advisory Team Concept to this group, outline roles and responsibilities, and
establish the chapter based group.
The new group will need to start holding regular Chapter Advisory Team
meetings. Make sure to involve the chapter Regent in these meetings.
To be recognized as a Theta Tau Chapter Advisory Team, a list of all volunteers
on the advisory team and contact information must be submitted to the
Executive Director at the Theta Tau Central Office for approval by the Grand
Regent. Use the adviser recommendation form located on the fraternity’s web
site.
Meet with the chapter to review current status and goals and establish goals
for the advisory team.
Establish regular communications with the chapter. Copy the Regional
Director on all relevant communications.
Promoting your Chapter Advisory Team
Getting volunteers to fill the Chapter Advisory Team is actually a simple task –ASK.
Start with making a list of possible candidates:
 Active alumni from the chapter
 Alumni from other chapters in your area
 Suggested volunteers from the Regional Director
 Recent graduates or seniors who will soon be graduating
 Parents of chapter members
 Members of the faculty or university in your area
Once you have your list pulled together, prepare a letter with details of the Chapter
Advisory team. Request that they respond if interested and invite them to an
informational meeting where the concept can be presented in greater detail, then ask
them to join with you in supporting our undergraduate chapters.
Once you have assembled a group, start to work on growing your team. Have the new
members ask others they feel might be able to help the team. Invite these people to a
future meeting and ask them to join your cause.
Through regular communications with the chapter, you will begin to establish
relationships with new graduates—be sure to get these brothers involved. Alumnus
status should be seen as a natural transition of volunteering, not as an end to one’s
membership in Theta Tau. Do not forget to publish updates and requests for help in
the chapter newsletter, which is sent to all chapter alumni.
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Chapter Advisory Team Authority
Once established, the Chapter Advisory Team will be the National Fraternity’s local
representation at that chapter. This, as always, will be through the appointment of
the Chapter Director (senior adviser) by the Grand Regent.
The role of the Chapter Advisory Team is one of mentoring and advising. Its power
lies in regular communication with the Regional Director. If there are issues that need
to be addressed, reporting said to the Regional Director for action is the proper
procedure. In accordance with the Constitution and By-Laws of Theta Tau Fraternity,
only the Grand Regent has the authority to suspend an individual, but a CAT may
recommend such action to a Regional Director, and said may then be forwarded onto
the Grand Regent for approval.
There is authority inherent simply in that the Chapter Advisory Teams are an
extension of the national fraternity, however it is more—it is respect. The advisory
team is given power by having responsibility over the chapter, but it is not this alone
that gives the CAT power. It is through mutual respect between chapter and advisory
team that the real power comes. It is key to understand that it is the alumni role to
advise, mentor, help, and suggest, but not to be the dictator or disciplinarian who
negatively impacts the chapter. The chapter must be allowed to experiment, grow, fail,
and learn with you (the Chapter Advisory Team) keeping the chapter focused on goals,
opportunities, and potential.
Expectations of Chapter Advisory Team
It is expected that a Chapter Advisory team first will improve the chapter and its
operations, and secondly, with time, yield a stronger alumni base.
The Chapter Advisory team shall:
 Have regular presence at chapter meetings (attend one per month)
 Encourage participation of the chapter in the advisory team meetings
 Involve/communicate with the faculty advisory
 Emphasize a balance between social & professional and increase GPA
 Teach planning and goal setting skills to improve chapter operations
 Stress service to campus and involvement with the college of engineering
 Encourage chapter to become more active in campus
 Work with chapter members to improve the professional image on campus
 Increase the quality of the brotherhood experience thru programming
 Ensure a higher initiation rate and retention rate of initiated members
 Educate on the significance and ease of year round recruitment
 Promote the chapter to be more involved at a national and regional level
 Demonstrate to undergraduates that Theta Tau is a Lifetime commitment
 Generate more volunteers to serve at a regional and national level
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Increase donations to the educational foundation through a chapter
endowment fund
Provide periodic chapter updates to the Regional Director
How to Measure Success
There is no golden ruler to measure your success. Is the Chapter Advisory Team still
functioning? Are they meeting with the chapter and their mentees? Is the group
regularly communicating amongst themselves and including the Regional Director?
Has the Chapter Advisory Team grown in size? Has the chapter increased in Size?
Has the chapter improved on its Annual Report score? If the team is having a positive
impact on the chapter, then you are succeeding—congratulations!
Regardless, you should annually review your operations/performance and adjust
your program accordingly. Keep up the good work, and together everyone achieves
more.
Communication Expectations
When a chapter identifies a problem, there are three points of contact:
1. Chapter advisory team (CAT)
2. Regional Director
3. Central Office
The CAT should be the first point of contact for the following questions and issues:
 Mentoring and advice for brotherhood related issues
 Procedural questions (e.g., due dates, common chapter paper work, etc.)
 Chapter operations (rush, PD, fundraising questions, etc.)
 Goal planning sessions
Regional Directors should be the first point of contact for the following questions and
issues:
 Questions regarding operations of other chapters within the region for
benchmarking purposes
 Regional events (regional conferences, chapter hosted events)
 Annual report data updates
 Chapter visits
Central Office should be the first point of contact for the following questions and
issues:
 Insurance and other legal issues
 Financial information regarding current balance
 Merchandise/supplies
 National sponsored events
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If a chapter goes to a CAT with an issue and the CAT cannot resolve the issue, it’s the
duty of the chapter and CAT to contact the regional director for further assistance. If
the regional director cannot resolve this issue, then the regional director should
escalate to the Executive.
The Regional Director should be copied on all relevant emails so they can remain
aware of activities at all chapters in their region and can leverage their experience, or
involve other Chapter Advisory Teams and other national volunteers as needed.
All direct communications between the chapter and the Central Office must be copied
to the regional director and the chapter’s CAT to provide most updated information.
It is suggested the CAT send a periodic summary to the regional director on the
chapter activities, goal planning sessions, and issues resolved.
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